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我厂在实行承包经营后,企业内部的考核分配是按照产量指标P、质量指标Q、管理指标C的结构指标形式进行的。由于每一个部门按照其工作性质和内容,需要承担的指标都是几个或十几个。这些指标如何按照P、Q、C结构分类,每一次指标的比重匹配如何做到合理,这是保证做到科学合理分配,正确处理产量、质量、管理之间比重的关键。为此,我们应用了现代化管理方法之一价值工程来评价责任指标,取得了比较理想的效果。 应用价值工程评价责任指标的程序如下:
After the plant has implemented contracted management, the internal assessment of the company is conducted in the form of structural indicators such as the output index P, the quality index Q, and the management index C. Due to the nature and content of each job, each department needs to bear several or a dozen or more indicators. How these indicators are classified according to the P, Q, and C structure, and how each indicator’s proportions are matched is reasonable. This is the key to guaranteeing scientific and rational distribution and correctly handling the proportion between output, quality, and management. To this end, we applied one of the modern management methods, value engineering, to evaluate responsibility indicators and achieved satisfactory results. The procedure for applying the value engineering evaluation responsibility indicator is as follows: